A working system is an important milestone. It is not the whole outcome. If a team cannot operate, question and improve that system after an engagement ends, the change remains dependent on the people who built it.
Name the owner early
Every new process needs someone who understands its purpose, makes decisions about it and knows when to ask for help. Agree that responsibility while the work is being designed, so ownership develops through delivery.
Make the work understandable
Document the decisions as well as the instructions. Explain why an approach was chosen, where its boundaries sit and how to recognise a problem. Practical runbooks, shared delivery and training create opportunities to test whether the handover will work.
Measure the ability to carry on
Include capability in the definition of completion. Can the team run the process, explain a result, resolve common issues and decide what should change next? Those are useful tests of whether the transformation has become part of everyday work.
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